Professional Documents
Culture Documents
Why Focus on
Talent ?
Enabling retention of highest potential
employees
Building a high-performance workplace or
learning organisation
Adding value to the employer of choice
branding agenda
Contributing to diversity management
Talent
Management:
stakeholderResponsibilities
roles
Stakeholder
CEO / Senior
Management
Develop strategy
Communicates aims
Provide support
Select appropriate talent pools
Contribute to talent
management panels
Direct involvement with top
talent pools, e.g. as executive
coaches
Talent
Management:
stakeholder roles
Stakeholder
HR and talent
management
specialists
Responsibilities
Research & evaluate approaches
Advise and support
Provide updates
Monitor interventions
Track progress
Employees
Globalization challenges
As organizations expand in global
markets they need a blend of global and
local talent.
Greater need for understanding local
ways of doing business; local consumers.
Growth of Knowledge workers
Fastest growing talent pool in almost all
organizations
But have their own demands and
peculiarities
Internal mistakes
Managers often treat talent management in a reactive
manner eg. hiring additional people sales & mktg people
only when new product takes off.
Organizations implement short-term point solutions,
ignoring the need to configure their talent management
efforts in a broader, more sustainable wayone that
aligns more closely with their organizations strategic
needs. Need for long term planning as regards talent
sourcing and career development.
May try and raise short term earnings by cutting down
expenditure on people development.
Vicious cycle: lack of talent blocks growth additional
performance pressures more short-term orientation.
Connection-related
talent risks
Whether their organizations mobility
policies and processes encourage or
discourage movement between countries ?
Whether their workforces are characterized
by sufficient diversity ?
How willing business leaders are to share
talent across the organization ?
How able business leaders are to engage
with, motivate and nurture business critical
talent ?
So what should
organizations do??
Strengthen HR
Functional to business orientation:
Deeper business knowledge.
Strategic contributions
Must be able to translate the
business strategy into a talent
strategy
HR as a
strategic
function
Employer branding
Recruitment
technologies
Look beyond tier 1
cities
Take care of expats +
returnees
Diversity recruitment
Smart training
Investment in in-house
training
Cultivating supervisors
leadership skills
Smart
retention
Conclusion
Leaders have a pivotal role in recruiting and
developing talent within the business
Increasing emphasis on discretionary work and an
increasingly skilled workforce prioritises the war for
talent
A targeted talent management strategy can help to
nurture talent internally and attract talent externally.
Need for deep rooted conviction among business
unit heads, line managers that talent really matters
that leaders must develop the capabilities of
employees, nurture their careers and manage the
performance individuals and teams.